Comments on: Transform your business – The community enterprise (Part 8) http://www.bateshook.com/transform-your-business-the-community-enterprise-part-8/ transforming business Sun, 05 Feb 2012 14:59:43 -0800 http://wordpress.org/?v=2.8.4 hourly 1 By: Transform your business – Human Business Design : BatesHook http://www.bateshook.com/transform-your-business-the-community-enterprise-part-8/comment-page-1/#comment-283 Transform your business – Human Business Design : BatesHook Tue, 06 Jul 2010 18:56:22 +0000 http://www.bateshook.com/?p=923#comment-283 [...] management, planning for the apocalypse, pie in the sky models, gap and assets, how to develop a community enterprise based on market principles, design a multidimensional organization, stay away from quick fixes and [...] [...] management, planning for the apocalypse, pie in the sky models, gap and assets, how to develop a community enterprise based on market principles, design a multidimensional organization, stay away from quick fixes and [...]

]]> By: Uwe http://www.bateshook.com/transform-your-business-the-community-enterprise-part-8/comment-page-1/#comment-252 Uwe Fri, 25 Jun 2010 04:54:50 +0000 http://www.bateshook.com/?p=923#comment-252 Hi Erik, I might not have been clear enough: All stakeholders are members of the board. This includes every employee of the respective business unit and all affected parties. Each board is responsible for making policies that affect the unit whose board it is and all boards reporting to that unit, directly or indirectly. A policy is a rule, a law, a regulation; not a decision. You can set as a policy "Nobody should have a higher salary than the one of his/her boss". That's a rule, a policy. The final salary that is awarded to the employee is a decision. The Congress is a policy-making body, the executive branch makes decisions. Boards are not there to make decisions, they exist to make policies. This allows for empowerment of all stakeholders and agile decision-making opportunities for the manager. Who, in return, has to report back to the board. Let's not forget that interaction loop. Thanks again for asking good questions and I look forward to interact more. Hi Erik,
I might not have been clear enough: All stakeholders are members of the board. This includes every employee of the respective business unit and all affected parties. Each board is responsible for making policies that affect the unit whose board it is and all boards reporting to that unit, directly or indirectly. A policy is a rule, a law, a regulation; not a decision. You can set as a policy “Nobody should have a higher salary than the one of his/her boss”. That’s a rule, a policy. The final salary that is awarded to the employee is a decision. The Congress is a policy-making body, the executive branch makes decisions. Boards are not there to make decisions, they exist to make policies. This allows for empowerment of all stakeholders and agile decision-making opportunities for the manager. Who, in return, has to report back to the board. Let’s not forget that interaction loop.

Thanks again for asking good questions and I look forward to interact more.

]]> By: Erik Posthuma http://www.bateshook.com/transform-your-business-the-community-enterprise-part-8/comment-page-1/#comment-248 Erik Posthuma Thu, 24 Jun 2010 08:49:25 +0000 http://www.bateshook.com/?p=923#comment-248 Hi Uwe, Great thoughts here and again some food for thought. What would be great to go with this is a visual describing the communication links. Companies that are communities of full circle management and communication perform better than hierarchy ridden ones, I agree with that. I also agree that empowerment to stakeholders is essential to build engagement. But how can a non managing professional feel engaged when it is "only" the manager who shoulders the responsibility for the decisions. To juxtapose two of your statements: "Boards don’t operate under the tyranny of majority, their goal is to operate by consensus. If consensus can’t be achieved, board members are tasked to work under the premise of consensus through experimentation. However, board members have to consent on the success metrics of the test and a follow-up plan." vs "Managers should ask their boards for advice on decisions they have to make but the responsibility for the decisions is solely with the managers, not the boards." Simply stated, all board members have to consent, but the managers are the ones solely responsible. Am I over simplifying it? Thanks for the post Uwe! Hi Uwe,

Great thoughts here and again some food for thought. What would be great to go with this is a visual describing the communication links. Companies that are communities of full circle management and communication perform better than hierarchy ridden ones, I agree with that. I also agree that empowerment to stakeholders is essential to build engagement. But how can a non managing professional feel engaged when it is “only” the manager who shoulders the responsibility for the decisions. To juxtapose two of your statements:

“Boards don’t operate under the tyranny of majority, their goal is to operate by consensus. If consensus can’t be achieved, board members are tasked to work under the premise of consensus through experimentation. However, board members have to consent on the success metrics of the test and a follow-up plan.”

vs

“Managers should ask their boards for advice on decisions they have to make but the responsibility for the decisions is solely with the managers, not the boards.”

Simply stated, all board members have to consent, but the managers are the ones solely responsible.

Am I over simplifying it? Thanks for the post Uwe!

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